Digital Collaboration and Continuous Learning
DIGITAL COLLABORATION - COLLABORATION & LEARNING AS A PRECONDITION
"The performance of the whole is never the sum of its parts, but of their interactions."
Russell Ackoff - System thinker
Companies have a lot to win when their people develop relevant digital skills
Digital collaboration plays a major role in a transformation. As the main obstacle to a successful digital transformation, SMEs indicate that their employees do not have the knowledge and skills to work well with digital technologies. Employees are also aware of this. 8 out of 10 consider technology important and most of them believe that a (further) digital transformation is of great importance for the company. Knowing that 70% of our knowledge and skills comes from experience, facilitation is appropriate. How? By applying meta-learning, supporting learning – by making it an integral part of the line, working out reward-systems, or simply by employee-friendly facilitation and inspiration.
The importance of a digital mindset
A digital transformation stands or falls with people. In addition to the functional characteristic of absorbency, strategic thinking, a willingness to change and a ‘growth mindset’ are the most important characteristics of people who want to be successful in a digital environment. The latter is particularly important. People with a growth mindset – versus people with a static mindset – see intelligence as dynamic, as something that can be developed. Both in selecting talent and in developing people, a company can deal with this ‘growth mindset’ consciously. An achievable but inspiring digital ambition embraced by people with a high learning capacity and a growth mindset is the precondition of a digital organization on its way to digital maturity.
Intentionally digitally working together
A digital organization is intimately collaborative. There is very conscious thinking about how digital information is shared within the company, just as highly conscious networks are created, evolve, cease to exist and mutate into new forms of collaboration. Progressively, a collective working memory is created, which leads to making better decisions. Diversity is valued. Within such a framework, decision making is an individual process, away from groupthink.
Agile is ubiquitous. And there’s a good reason for that. Within a digital environment, agile organization structures apply to a large number of processes. Agile helps when the following conditions are met: it is not routine, there is a fairly high level of complexity and there must be a solution et the end. Agile teams are very relevant as they – as focused, small, multi-functional teams – reduce the number of dependencies. Supported by facilitative leadership, they focus on progress, not perfection. Building successful agile teams can be very important within a digital transformation, also in non-IT environments.
Cloud collaboration has become a real industry. The market has an order of magnitude of +/- 6 billion €. This is not surprising. Cloud collaboration ensures that companies optimize their workflows, structurally improve project-based collaboration and significantly increase productivity. Using the ‘tools’ therefore seems like an open door. The real challenge lies in choosing the right tool(s), letting them work together ideally and implementing them correctly. In addition to exploring around +100 tools, CONVERTURA developed a methodology to ensure that business objectives are ‘matched’ with the specific tool(s). This approach combines – in addition to the inevitable feature exploration – a focus on desired ‘company benefits’, existing ‘use cases’ and ‘potential use cases’. In a subsequent phase, various tools are ‘weighed and compared’, after which a concrete implementation path is drawn up.